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Crelos in the news

Crelos consult in organisational development and change. Our consultants use the best proven and scientific research regarding how and why people react and behave as they do to design bespoke solutions that effect change.

These news items show how we work in partnership with clients to understand their strategic business agendas and develop solutions that achieve improved business performance.

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Showing 1-5 articles of 52

The conversation with Sir David Lees, non-executive Chairman of the Court of the Bank of England was hosted by Bvalco as part of the ‘Boardroom Conversations’ series of targeted discussions with experienced Chairmen enabling them to share their insights and learning experiences of boards and corporate governance. Facilitated by Alison Gill director of Bvalco Ltd.

Bvalco hosted the conversation with Sir David Walker as part of the ‘Boardroom Conversations’ series of targeted discussions with experienced Chairmen enabling them to share their insights and learning experiences of boards and corporate governance. Sir David walker is former Chairman, now Senior Adviser to Morgan Stanley International. In February 2009, Sir David was asked by the Prime Minister to review corporate governance in UK banks and financial institutions in light of the experience of critical loss in the financial system, the Walker Report. Sir David joined Bvalco to share his vision of the corporate governance world of the future. Facilitated by Alison Gill director of Bvalco Ltd.

Combining a presentation and interactive breakout session, Alison Gill and James Bagge, Directors of Bvalco Ltd. facilitated a session at this conference exploring why review a board, what methods of board review are available and the pros and cons of internal versus external review.

Crelos consultant Elizabeth Ferguson, along with senior leaders within the professional services, considers the important question of how leaders should be doing things differently to ensure their firm’s success following changes to the economic and regulatory environment.

The discussion over lunch on 27th October 2011 debated the dynamics between executive and non-executive board directors, and how this impacts on the concept of 'The Unitary Board'. Is it a real or perceived split, and is it even the most pertinent division to focus on when assessing boardroom effectiveness through the dynamics of the board members? In reality, do external pressures mean the concept of the unitary board is readily becoming a myth?

Showing 1-5 articles of 52

'There are many ways to change businesses, from reorganising, buying a new CRM to starting new product lines. These are required, not sufficient, causes of successful change. The key issue is people. Will they alter attitudes and behaviour to drive the change through? This is one of the most challenging and enjoyable issues we work on.'